An instrument to measure organizational culture

W Z Van Der Post,E V.D.M Smit,T J De Coning

doi:10.4102/sajbm.v28i4.800

W Z Van Der Post, E V.D.M Smit + Show 1 more

Open Access

https://doi.org/10.4102/sajbm.v28i4.800

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Abstract

Although statistical evidence seems to be lacking, it is at present widely acknowledged that organizational culture has the potential of having a significant effect on organizational performance. An analysis of sustained superior financial performance of certain American organizations has attributed their success to the culture that each of them had developed. It has been proposed that these organizations are characterized by a strong set of core managerial values that define the ways in which they conduct business, how they treat employees, customers, suppliers and others. Culture is to the organization what personality is to the individual. It is a hidden but unifying force that provides meaning and direction and has been defined as the prevailing background fabric of prescriptions and proscriptions for behaviour, the system of beliefs and values and the technology and task of the organization together with the accepted approaches to these. From the literature, a vast number of dimensions of organizational culture were observed. These dimensions were synthetized and 15 constructs of culture emerged. By means of conventional item construction, item analysis and factor analysis, a questionnaire with acceptable reliability and construct validity was developed to measure organizational culture.

Highlights

Already in the 1930s it became evident that workgroups in organizations develop their own unique behavioural norms and that the emergent mode of behaviour could assist or detract from an organization's performance (Roethlisberger & Dickson. 1975)
Statistical evidence seems to be lacking, it is at present widely acknowledged that corporate culture has the potential of having a significant effect on organizational performance
Research on organizational culture has been characterized by the application of a large number of dimensions defining culture

Summary

Introduction

Already in the 1930s it became evident that workgroups in organizations develop their own unique behavioural norms and that the emergent mode of behaviour could assist or detract from an organization's performance (Roethlisberger & Dickson. 1975). Gordon (l 988: I06) identified eleven organization culture dimensions, namely, clarity of direction, organizational reach, integration, top management contact, encouragement of indi· victual initiative, conflict resolution, performance clarity, performance emphasis, action orientation, compensation and human resource development. Bettinger ( 1989: 38-42) identified twelve dimensions of organization culture, namely, attitude towards change, strategic organization focus on goals and objectives, performance standards and values that contribute towards success, rituals to support and reinforce values, concern for people, rewards and punishments that positively reinforce behaviour, openness in communication and supervision, conflict resolution aimed at minimizing dysfunctional results, market and customer orientation, a sense of pride in the mission and objectives of the organization, commitment to the organization and teamwork. The degree to which managers provide clear communication, assistance and support to their subordinates 'The extent to which the organization is perceived to be concentrating on those activities which form part of the fundamentals of the business. The key to the questionnaire items in respect of the cultural dimensions to which they relate may be found in Appendix 4

Conclusion

Findings

16 Ill 77